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Leadership Development Institute at Eckerd College (LDI) & Center for Creative Leadership (CCL)

Case Studies

Global Insurance Company

Financial Services and Insurance Industry

The Leadership Assessment and Development (LAD) program was an eighteen-month long process created to help rising executives prepare for high-level roles at a global insurance provider.  Participants attended three multi-day programs and worked extensively with LDI coaches between classroom sessions. The LAD program originated in one of several business regions and was adopted at the corporate level for global implementation.

Midwest Regional Utility

Utilities Industry

After sending managers to the Leadership Development Program (LDP) at Eckerd College, the organization wanted to promote a common philosophy and language within the organization through the use of key assessment instruments used in LDP. The company’s overall goal was to increase participants’ self-awareness and understanding of their personal communication styles, differences and the impact on others.

National Waste Management Company

Waste Management Industry

Increasing competition and a transition toward team-based management required that the company develop team leaders who were more effective at building, maintaining and leading teams. The organization wanted a concentrated, in-depth experience that would have lasting benefits on teamwork, communication and performance.

Far West Regional Energy Company

Energy Industry

This company was experiencing deregulation and very strong competition. It also had recently downsized its workforce and was facing morale issues among its staff. The organization developed a Leadership Academy, a company-wide training program, and wanted a “kick-off” program that would set the stage for the other components of the Academy.

National Membership Service Provider

Commercial Services and Supplies Industry

This organization initially approached the Leadership Development Institute to deliver training that would address meaningful leadership competencies and have a measurable impact on performance.  Key personnel from Human Resources were committed to the concept of highly relevant learning experiences carefully designed to produce clear behavioral outcomes.  They also recognized the need for a culture change to move leaders away from traditional, conservative thinking in response to an increasingly complex and unpredictable economic environment.

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2018 Financial Times Executive Education Survey Top 10

For the 17th year in a row, the Financial Times ranks CCL as one of the world’s Top 10 executive education providers in the 2018 survey of executive education! CCL remains the only institution among 85 in the survey focused exclusively on leadership development.

White Paper

12 Challenges Facing New Managers

White Paper
by Center for Creative Leadership


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